biodiversity sector messaging strategy document 2012 - 2015 · 2. three-year messaging goals 3....

South AfricAn

nAtionAl BiodiverSity

inStitute

Biodiversity sector Messaging strategy docuMent

2012 - 2015

MaKing tHe case For Biodiversity Three Year Action Framework

contents1. Aim of Phase 3 of Making the case for Biodiversity

2. three-year Messaging Goals

3. Approach to developing a three-year Action framework

4. implementation framework

4.1. vision

4.2. high-level Activity Goals

4.3. implementation Principles

4.4. conceptual Model

4.5. Priority Areas

5. Activities

5.1. Strategy

5.2. evidence and numbers

5.3. Stories

5.4. Practical Solutions

5.5. communications Materials

5.6. Mainstreaming Activities

Annexure 1: detailed Action Areas for 2013-2015

1. Strategy

fine-tune the strategy

funding

Brand identity

Biodiversity sector partnerships

2. evidence and numbers

case Studies

image library

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Qualitative targets: •Thebiodiversitysectorisempoweredwithanewlanguage and set of communication tools with which to make the case for biodiversity. •Nationalgovernmentwilltakebiodiversityseriously (funding, setting priorities and decision-making). •Municipalgovernmentwillmakebiodiversityakey consideration in development decisions.

Quantitative targets:

MaKing tHe case For Biodiversity:Three-year Action Framework

4. iMpleMentation FraMeworK 4.1. Vision

A vision was developed for making the case for biodiversity in South Africa. this vision aims to support an integrated programme of work that enables sector partners both to communicate the value of biodiversity to society and to internalise that need for a deeper understanding of the relationship between biodiversity and society into all aspects of their work.

the vision for the 2013-2015 programme of work has been drafted as:to support the development of an economically viable biodiversity sector that is based on a positive brand and sustainable economic model. the focus of the vision on both communications tools (positive branding) and improved internal business models (a sustainable economic model) recognises that the sector needs to ensure that its internal systems and processes support the sustainability message communicated to external stakeholders. to make the case for biodiversity as central to a sustainable economy, the sector must internalise the notion of sustainability into all aspects of its work.

4.2. HigH-level activit y goalsSupporting the vision for the three-year action framework is a set of three high-level activity goals. they support the ongoing implementation of the ‘making the case for biodiversity’ process.

They are:

1. the development of necessary information resources and tools that can be used by sector champions to drive the process forward; 2. the selection of a few major events over the next three years of a similar magnitude to coP 17 to anchor the making the case for biodiversity process; and

3. the development of a ‘making the case for biodiversity’ knowledge framework and communication network within the sector to ensure ongoing collaboration and synergy amongst all partners.

3. approacH to developing a tHree-year action FraMeworK

Thisactionframeworkfocusesonextendingthemesidentifiedinthebroader‘makingthe case for biodiversity’ campaign - translating successful communications trials into a common vision and overarching action framework to drive biodiversity sector communications. this action framework draws heavily on the lessons learnt in phases 1 (research and develoment 2010) and 2 (coP 17 message tesing 2011) of the ‘making the case for biodiversity’ process. full details of all three phases can be found in the Making the case for Biodiversity technical report. Thedevelopmentofthisactionframeworkinvolvedinternalresearchandreflection,three planning workshops and the development of a conceptual framework to guide a detailed list of activities.

the process was initiated by a combined deA-SAnBi workshop held in March 2012 toreflectontheprogressmadeinphases1and2,andtoidentifyactionareasandthemes to drive a programme of work forward.

this was followed by a series of SAnBi internal workshops and planning sessions to translate the outcomes of the deA-SAnBi workshop into tangible action areas. these internal SAnBi workshops assisted with preparation for the ProecoServ programme of work. finally, the Biodiversity Planning forum hosted a sector-wide workshop with stakeholders from government, civil society and research institutions working in thefieldofbiodiversity.Thisworkshop identifiedadditionalactivityareasandtested the assumptions driving the process with a broader audience.

2. tHree-year Messaging goals

the goals of the 3-year action framework have been ambitiously set at a national scale to inspire sector partners to strive towards changing the way senior government decision makers think about the relationship between biodiversity and society. for meaningful change to occur, biodiversity should come to be considered as being central to a sustainable economy. it is hoped that this realisation will increase the level of funding allocated to the biodiversity sector by National Treasury, enabling biodiversity sector partners to better fulfiltheir mandates. A third goal is to increase the prioritisation of biodiversity concerns in development planning processes – particularly at the municipal level where land use planning decisions have direct bearing on the rate of habitat loss across South Africa. the overarching goals of this programme ofworkarethereforetoraisetheprofileofbiodiversitysufficientlytoresultin activities that will directly decrease the rate of landscape transformation in South Africa.

1. aiM oF pHase 3 oF MaKing tHe case For Biodiversit y

the success of the communications campaign at the coP, as well as other successful stakeholder engagements using the ‘making the case for biodiversity’ messaging framework have highlighted the need for an overarching ‘making the case for biodiversity’ action framework to guide the sector. each sector partner has their own individual communication needs, with organisation-specific activities and values to showcase. The purposeof the action framework is therefore to provide a roadmap, rather than a song sheet, to guide the sector towards making the case for biodiversity. the overarching action framework provides guidance on the types of activities that support improved communications in the sector. As part of theProEcoServproject,SANBIhas identifiedsometangibleoutcomesforeach activity area, which are outlined in Annexure 1.

The tangible targets the programme hopes to achieve include:

of SPeciAl fundS cAPtured

for BiodiverSity relAted

work (Such AS JoBS fund

And Green fund).

SiGnificAnt new JoBS creAted in the

BiodiverSity Sector.

increASe for BiodiverSity Sector fundinG throuGh

the Mtef ProceSS.

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5. ActiVities

Activities have been categorised in relation to the conceptual framework. they appear under the headings of strategy; evidence and numbers; stories; practical solutions; communications materials; and mainstreaming activities. A detailed set of activities and their related outcomes can be found in Annexure 1.

5.1 strAtegyStakeholder interests constantly evolve as conditions in government and in broader society change. in order to remain relevant and up to date, the ‘making the case for biodiversity’ communications strategy will need to be regularly adjusted. in addition, activities across the sector will need funding.

Activities to support strategy development and fundraising include:

•Assessingrelevantpolicyenvironmentsandlookingfor opportunities for mainstreaming biodiversity into other sectors;

•Reassessingthestakeholderstrategyandidentifying clear stakeholder groups for each communications activity;

•Regularlyupdatingthemessagingconceptualframework to reflectcurrentdevelopmentsandstakeholderspecificissues;

•Developingacommunicationsandpublicrelations strategy to support ‘making the case for biodiversity’;

•Testingthestrategywithabroadbaseofpublic,civil society and private sector partners that work directly with public biodiversity sector organisations;

•Buildingrelationshipswithkeystakeholders;

•Developingaresourcingstrategytosupportthecommunications plan and the broader ‘making the case for biodiversity’ programme of work.

in addition to general strategic work that needs to be reviewed on an annual basis, the biodiversity sector should develop a single biodiversity brand identity to support a common theme for messaging.

developing a common brand for the entire sector will not replace the importance of individual organisational brands, but will support these brands in communicating the value of biodiversity. communicating the overarching value of biodiversity will directly support messages aimed at raisingtheprofileoforganisation-specificwork(restoration,conservation,science, policy, etc). Successfully building a sector-wide brand will require building partnerships with all sector partners.

Activities to support building a common brand identity include:

•Developingasector-widebrandidentityforbiodiversity;

•Implementingasector-widebrandinginitiativebased on the biodiversity brand identity;

•Improvingworkingrelationsacrossalllevels between biodiversity sector partners; and

•Buildingtrustandmutualrespectbetweenall public entities reporting on outcomes 4, 9 and 10.

4.3. iMpleMentation principles

the implementation approach that the ‘making the case for biodiversity’ process has found most successful to date is embedded in the following implementation principles: 1. using a network approach to making the case for biodiversity – drawing on all biodiversity partners to amplify efforts by each individual partner; 2.Developingsector-specificlobbystrategieswith key champions to ensure processes are targeted andspecificintheirintentionsand implementation; and 3. ensuring there is an internal and external programme of work underway to promote the making the case for biodiversity principles within sector organisations as well as with selected stakeholders.

4.4. conceptual Model

research in phase 1 indicated that successful communication strategies appeal to three levels in the targetaudience:emotional (heart),financial(need) and practical. this theory was tested very successfully in coP 17. the conceptual model driving the three-year action framework is therefore based on the understanding that a combination is needed, including tangible evidence directly addressing stakeholder needs, heartfelt stories that detail the value of species to ecosystems to individuals and communities, and practical solutions for dealing with problems facing society.

this conceptual model is articulated in a simple logical equation. this equation combines evidence and stories, amplified through practicalsolutions, to result in communication materials and biodiversity mainstreaming activities. these results are aimed at increasing the relevance of biodiversity to key decision-makers and stakeholders. this in turn, should support reaching the goals articulated for a three-year action framework in section 4.4.4.

4.5 priorit y areas

underpinning the conceptual framework are four priority areas which were identifiedatthejointDEA-SANBIworkshop.These include: 1. the development of tangible communication products to support the dissemination of messages messages.; 2. A series of capacity-building processes and the provision of technical support to biodiversity sector staff in developing and using making the case for biodiversity communication materials; 3.Aspecificfocusonfundraisingactivitiestoensuresufficient resources are available to fund the proposed programme of work; 4.Theidentificationofchampionsinothersectorstosupportthe dissemination of the making the case for biodiversity messge. Championsarepeopleinpositionsofinfluencewhohavealready bought into the principles of ‘making the case for biodiversity’

that can be approached to help drive the agenda forward.

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5.2 evidence and nuMBers

A strong science and evidence foundation must be developed to support communications efforts in the biodiversity sector. this includes developing a suite of case studies, building relevant research partnerships and putting together a library of images that convey the value of biodiversity to society. Activities to support building a strong foundation of supporting evidence include: •Developingacasestudyconceptualframeworkand toolkit to inform the collection of case studies by sector partners;

•Gatheringandpackagingcasestudiesinvarious formats;

•Developingstrongertiesinrelevantscienceand research networks to facilitate the ongoing collection of relevant data and to inform future research strategies;

•Generatinghardreturnoninvestmentdatafor approaches being advocated in the biodiversity for development framework;

•Developingaprojectdesignsupporttooltoenablethe integration of biodiversity for development goals into sector-wide programmes;

•Gatheringimagesfromallsectorpartnersofpeople enjoying biodiversity and of mutiple-use biodiversity for development landscapes and seascapes; and

•Commissioningkeyprize-winningimagesofpeople enjoying biodiversity and of multiple-use biodiversity for development landscapes and seascapes for use in

media campaigns.

5.3 stories

in addition to a strong science and evidence foundation, stories from communities and individuals are needed that will inspire stakeholders.

The following activities will support gathering the necessary story material:

•Gatheringandpackagingasetoflifestoriesthat illustrate the key messages as experienced bybeneficiariesofdifferentbiodiversitysector programmes; and

•Gatheringandpackagingasetofcommunitystories that illustrate the key messages as experienced by beneficiariesofsectorprogrammes.

5.4 practical solutions

Threetypesofpracticalsolutionswereidentifiedasbeingusefulformakingthecase for biodiversity. these are existing tools (such as maps and guidelines), programmes (for example, working for water and Grasslands), and networks that may be of use to stakeholders outside of the biodiversity sector.

Activities to support the development of a suite of practical tools to support communications efforts are:

•Gatheringtoolsthathaveusefulpractical applications from biodiversity sector partners and creating a central database of available tools to package for different stakeholders.

this should include all tools from BGiS to restoration handbooks.

•Identifyingexistingprogrammeshavethatpracticalapplications withdirectbenefitstoothergovernmentdepartmentsand creating a central database of programmes to mainstream to different stakeholders.

this should include all programmes that offer practical solutions to problems faced by stakeholders; and •Identifyingexistingnetworksthatsupportpracticalknowledge sharingwithdirectbenefitstosocietyandcreatingacentral database of networks to mainstream to different stakeholders.

this should include all networks that offer practical solutions to problems faced by stakeholders.

5.5 coMMunications Materials

evidence, stories and practical solutions then need to be translated into a set of communication materials that can both communicate directly with stakeholders and build the communication capacity of the sector.

The following activities will support the development of appropriate communication materials:

•Developingaone-pagepamphlettosummarisethe biodiversity for development case;

•Developinggeneralbiodiversityfactsheets;

•Developingaseriesofone-pagecasestudiestosupport the biodiversity fact sheets and the biodiversity for development pamphlet;

•Reviewingevidence-basedapproachestobranding biodiversity across the globe (such as Branding Biodiversity uk);

•DevelopingaSouthAfrican‘brandingbiodiversity’ document;

•Developinga‘howtomakethecaseforbiodiversity’ toolkit for the eco-family, including case study templates and branding biodiversity guidelines;

•Updatingandredevelopingquick-wininfographics on ecosystem services, job creation and climate change;

•Developingafullsetofinfographicsfor2013-2015;

•Ensuringthat‘makingthecaseforbiodiversity’and biodiversity for development materials area central feature of partner websites;

•Providingmediatrainingforstaffatalllevelsinpartner organisations to support positive reporting on the environment and developing strong media channels for feeding biodiversity for development information to the media on an ongoing basis;

•IdentifyingkeyeventsonDEAcalendartopromotebiodiversity for development messages;

•Identifyingexternaleventstomainstreambiodiversityfor development concerns into (such as coP 17 and rio+20); and

•Identifyingcorporatepartnersandcapitalisingoncorporate branding opportunities to spread the word about biodiversity.

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5.6 MainstreaMing activities

Mainstreaming biodiversity into key sectors remains a core part of making the case for biodiversity. this includes work in thought leadership, programme realignment, building capacity across the sector for biodiversity mainstreaming, and engaging other sectors.

The following activities will support mainstreaming making the case for biodiversity concerns into target sectors:

•Writingandpositioningaseriesofthoughtpieceshighlightingthe role and value of biodiversity and providing simple and practical things for the public to do to engage with the issues;

•Developingaseriesofhigh-profiledialoguesandseminars with key stakeholdersandhigh-profilethoughtleaderstobringbiodiversity for development issues into mainstream debates;

•Developingabiodiversitymanagementstrategythat is relevant to the support capacity available within the sector in order to avoid failure;

• Unlockingthesocio-economicpotentialofbiodiversity sector work toensurethedeliveryofrealbenefitstoSouthAfricans;

• Makingtheworkofbiodiversitypartners(public,private and nGo) clearer and building understanding about everyone’s roles. identifying opportunities for synergy across the sector;

• Communicatingandsharingideas,languageandlessons with learning institutions to create a breeding ground for innovation;

• Running‘trainthetrainer’workshopswithkeystakeholders from across the biodiversity sector (public, private and nGo) to grow ambassadornumbersandcatalyzeworkinotherinstitutions;

• Runningtrainingontheeconomicsofbiodiversity;

• Establishingcross-sectoralforumsthatsharelessons learnt, achievements and biodiversity for development case studies;

• Conveninginnovativelearningeventsonecosystem services, biodiversity for development and the economics of biodiversity;

• Mainstreamingbiodiversityprioritiesintoothersectors;

• Mainstreamingecosystemservicesresearchfindingsinto development planning and research;

• Ensuringbrandidentityandbrandingtoolkitsinclude sector- specificlobbyingstrategiesforallaffectedsectors;

• Identifyingambassadorsinothersectorstosupport rebranding biodiversity and to ensure ongoing communications between sectors;

• Identifyinganentrypointandchampioninorganised labour for long-term partnering ;

• Aligningwithkeysupportersinothersectors(suchastheWater ResearchCouncil)andusetheiragendastofleshoutthecasefor biodiversity and ecosystem services;

• Ensuringthereareappropriatecasestobemadeto all relevant stakeholders and sectors;

• Developingsummariesandsupporttoolsfromthebiodiversityfor development book for use by non-specialists in other sectors;

• Forgingmulti-levellinkswithNationalTreasury;and

• Reinvigoratingthenationalresourceaccountingsystem.

annexure 1: detailed action areas For 2013-2015

action area goal activities outcoMes



1.1 Fine-tune tHe strategy

1.2 Funding

1.3 Brand identit y

Strategy

Strategy

fine-tune the strategy

funding

Brand identity

Assess policy environment and look for opportunities for mainstreaming biodiversity into other sectors

develop resourcing strategy to support communications plan and broader ‘making the case for biodiversity’ programme of work

develop a sector wide brand identity for biodiversity

implement sector-wide branding initiative based on brand identity

reassess stakeholder strategy and identify clear stakeholder groups for each communications activity

update messaging conceptual framework regularlytoreflectcurrentdevelopmentsandstakeholderspecificissues

develop a and public relations strategy to support ‘making the case for biodiversity’

test strategy with broad base of public, civil society and private sector partners that work directly with public biodiversity sector organisations

relationship building with key biodiversity sector stakeholders

Policy landscape report

fundraising strategy

Brand identity document

Series of national biodiversity brand-related products

updated stakeholder matrix

Updatedsector-specificlobbystrategy

updated messaging strategy

updated communication strategy

regional partner workshops

detailed comments on suggested strategy and messaging products

key tools required by partners identified

Getting-to-know-you sessions

strAtegy1.

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1.4 Biodiversit y sector partnersHips

Strategy Biodiversity sector partnerships

improve working relations across all levels between biodiversity sector partners

Build trust and mutual respect between all public entities reporting on outcomes 4, 9 and 10

encourage counter-part team building experiences for sector staff working on similar or aligned programmes of work

identity public entities signed up to outcomes 4,9 and 10

establish platforms for relationship building between different entities focused on specificareasofworkrelevantto Mtc

Support clearer communication between sector staff to support collaboration

facilitate organisational learning processes that encourage a better understanding of the different types of work and their relevance to other programmes of work within the sector


2.1 case studies

evidence and numbers fine-tune the strategy

develop a case study conceptual framework and toolkit to inform the collection of case studies by sector partners

Gather and package case studies in various formats

case study framework

case study collection toolkit (including examples of resources that make for good case studies – types of images, facts, etc)

An online library of raw case study materials from all sector partners

A case study dvd of packaged case study materials for use by all sector partners

eVidence And numbers 2.

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4.1 tools

4.2 prograMMes

4.3 networKs

2.1 science and evidence Foundation

2.2 iMage liBrary

3.1 liFe stories

evidence and numbers

evidence and numbers

Stories

Stories

Practical Solutions

Practical Solutions

Science and evidence foundation

image library

life Stories

community stories

life Stories

Programmes

networks

develop stronger ties in relevant science and research networks to facilitate the ongoing collection of relevant data and inform future research strategies

Gather images from all sector partners of people enjoying biodiversity and of multiple-use biodiversity for development landscapes and seascapes

Gather and package a set of life stories that illustrate the key messages as experiencedbybeneficiariesofsectorprogrammes

Gather and package a set of life stories that illustrate the key messages as experiencedbybeneficiariesofsectorprogrammes

identify existing programmes have that practical applications with direct benefitstosocietyandcreateacentraldatabase of programmes to mainstream to different stakeholders. this should include all programmes that offer practical solutions to problems faced by stakeholders.

identify existing networks have support practical knowledge sharing with direct benefitstosocietyandcreateacentraldatabase of networks to mainstream to different stakeholders. this should include all networks that offer practical solutions to problems faced by stakeholders.

Generate hard return on investment data for approaches being advocated in the biodiversity for development framework

Commissionkeyprize-winningimagesof people enjoying biodiversity and of multiple-use biodiversity for development landscapes and seascapes for use in media campaigns

Gather and package a set of community stories that illustrate the key messages asexperiencedbybeneficiariesofsectorprogrammes

Gather and package a set of community stories that illustrate the key messages asexperiencedbybeneficiariesofsectorprogrammes

develop a project design support tool to facilitate the integration of biodiversity for development goals into sector-wide programmes

Biodiversity for development research support strategy disseminated to relevant research institutions

Sector-wide image library

An online library of life stories from all sector partners

An online library of life stories from all sector partners

A database of relevant programmes linked to all sector websites with web links to programme details

A database of relevant networks linked to all sector websites with weblinks to network details

A ‘life and communities stories’ dvd of packaged stories for use by all sector partners (should include existing material)

A ‘life and communities stories’ dvd of packaged stories for use by all sector partners (should include existing material)

A handbook of practical programmes for distribution to key stakeholders and for use in building biodiversity mainstreaming capacity in relevant sectors

develop return on investment fact sheets

Portfolio of images for campaign use

An online library of community stories from all sector partners

An online library of community stories from all sector partners

Biodiversity for development project design principles handbook

PrActicAl solutions 4.

stories3.

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5.1 one-pagers

5.2 Branding guidelines

5.3 inFograpHics

communication

communication

communication

one-pagers

Branding Guidelines

infographics

develop a one-pager to summarise the biodiversity for development case (more comprehensive than the Mtc summary narrative)

review evidence-based approaches to branding biodiversity across the globe (such as. Branding Biodiversity uk)

update and redevelop quick-win infographics on ecosystem services, job creation and climate change.

develop a series of one-page case studies to support biodiversity fact sheet and biodiversity for development pamphlet

develop a ‘how to make the case for biodiversity’ toolkit for the eco-family, including case study templates and branding biodiversity guidelines.

develop biodiversity fact sheet

develop a South African ‘branding biodiversity – the new nature message’ document

develop a full set of infographics for 2013-2015

Biodiversity for development pamphlet

lessons learnt from Branding Biodiversity internationally

infographics in digital and print form

Biodiversity fact Sheet

Branding Biodiversity in South Africa pamphlet

A full set of infographics plus educational support materials on a dvd for use across the sector

one page case studies

Branding Biodiversity in South Africa toolkit

communicAtion5.




5.5 Media and puBlic relations training

5.6 corporate Branding

5.4 partner weBsites

communication

communication

communication

Media and Public relations training

corporate branding

Partner websites

Media training for staff at all levels in partner organisations to support positive reporting on the environment and the development of strong media channels for feeding biodiversity for development information to the media on an ongoing basis

identify corporate partners and capitalise on corporate branding opportunities to spread the word about biodiversity

ensure that Mtc and biodiversity for development materials are a central feature of partners’ websites

identify Black Swan events to mainstream biodiversity for development concerns into (such as coP 17 and rio+20)

identify key events on deA calendar to promote biodiversity for development messages

Media training workshops

Journalistsidentifiedforfeedingnews worthy stories to

commercial branding opportunitiesidentifiedandimplemented (e.g. woolworths shopping bags)

updated messaging and resource links on SAnBi website

Public relations toolkit for the biodiversity sector

events each year with biodiversity for development theme

updated messaging and resource links of deA website

updated search links for SAnBi website

website kit for other sector partners (materials, search engine strategy)

non-environment events each year with biodiversity sector presence

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6.1 tHougHt leadersHip

6.2 prograMMe realignMent

Mainstreaming Activities


thought leadership

Programme realignment

write and position a series of thought pieces highlighting the value of biodiversity to society and provide simple and practical things for the public to do to engage with the issues

develop a biodiversity management strategy that is relevant to the support capacity available within the sector in order to avoid failure

Developaseriesofhighprofiledialogues and seminars with key stakeholders and high profilethoughtleaderstobringbiodiversity for development issues into mainstream debate

unlock the socio-economic potential of biodiversity sector work to ensure the deliveryofrealbenefitstoSouthAfricans

A series of thought pieces for 2013, 2014 and 2015

review biodiversity for development implementation capacity within key sector partners

identify ways to support existing capacity deal with the additional complexity of biodiversity for development within their existing programmes of work

implement a biodiversity for development support programme for key implementers in the sector

review sector work and identify programmes of work with clear potential to deliver socio-economic benefits.

develop a strategy to support the delivery of socio-economic benefitswithinsectorprogrammesof work and co-ordinate a process of publicising work.

A series of dialogues and seminars for 2013, 2014 and 2015

mAinstreAming ActiVities6.

2019



6.1 tHougHt leadersHip

6.2 prograMMe realignMent



thought leadership

Programme realignment

write and position a series of thought pieces highlighting the value of biodiversity to society and provide simple and practical things for the public to do to engage with the issues

develop a biodiversity management strategy that is relevant to the support capacity available within the sector in order to avoid failure

Developaseriesofhighprofiledialogues and seminars with key stakeholders and high profilethoughtleaderstobringbiodiversity for development issues into mainstream debate

unlock the socio-economic potential of biodiversity sector work to ensure the deliveryofrealbenefitstoSouthAfricans

A series of thought pieces for 2013, 2014 and 2015

review biodiversity for development implementation capacity within key sector partners

identify ways to support existing capacity deal with the additional complexity of biodiversity for development within their existing programmes of work

implement a biodiversity for development support programme for key implementers in the sector

review sector work and identify programmes of work with clear potential to deliver socio-economic benefits.

develop a strategy to support the delivery of socio-economic benefitswithinsectorprogrammesof work and co-ordinate a process of publicising work.

A series of dialogues and seminars for 2013, 2014 and 2015

mAinstreAming ActiVities6.


6.3 Building Biodiversit y MainstreaMing capacit y

Mainstreaming Activities Building biodiversity mainstreaming capacity

Make the work of biodiversity partners (public, private and nGo) clearer and build understanding about everyone’s roles. identify opportunities for synergy across the sector.

communicate and share ideas, language and lessons with learning institutions to create a breeding ground for innovation

run ‘train the trainer’ workshops with key stakeholders from across the biodiversity sector (public, private and nGo) to grow ambassadornumbersandcatalyzeworkin other institutions

run training on the economics of biodiversity

establish cross-sectoral forums that share lessons learnt, achievements and biodiversity for development case studies

convene innovative learning events on ecosystem services, biodiversity for development and the economics of biodiversity

develop a biodiversity sector partner database for South Africa at national, provincial and municipal scales, including key contact information, areas of work and core competencies

establish a platform for identifying synergies in biodiversity for development work across the public, private and nGo sectors

Make all relevant fact sheets, toolkits, guidelines and case studies available to partners across the sector

link Mtc materials to hcd work

Biodiversity for development ‘train the trainer’ toolkit and teaching guide

train the trainer workshops

economics of biodiversity workshops

3 annual forums (2013, 2014, 2015)

learning events

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6.4 MainstreaM evidence and practical solutions into otHer sectors

6.5 engage otHer sectors



Mainstream evidence and practical solutions into other sectors

engage other sectors

Mainstream biodiversity priorities into other sectors

ensure brand identity and branding toolkitsincludesector-specificlobbyingstrategies for all affected sectors.

Mainstream ecosystem services research findingsintodevelopmentplanningandresearch

identify ambassadors in other sectors to support rebranding biodiversity and ensure ongoing communications between sectors

identify an entry point and champion in organised labour for long-term partnering

Align with key supporters in other sectors (e.g. water research council) and use theiragendastofleshoutthecaseforbiodiversity and ecosystem services

ensure there are appropriate cases to be made to all relevant stakeholders and sectors

develop summaries and support tools from biodiversity for development book for use by non-specialists in other sectors

forge multi-level links with national treasury

reinvigorate national resource accounting system

increased awareness of biodiversity priorities in planning in other sectors

increased communication with other sectors (economic development, agriculture, mining, etc)

ecosystem services and development knowledge network

Ambassadorsidentifiedandcapacitated in key sectors

ecosystem services and development fact sheets

Partnership with organised labour cemented through an Mou

Supportersidentifiedandpartnerships developed to support mutually supportive agendas

Sectorspecificmini-casesdeveloped for key sectors (mining, agriculture, etc)

Summaries for non-specialists developed out of Biodiversity for development book

inter-departmental engagements held between SAnBi-deA and national treasury

review national resource accounting system and develop reinvigoration strategy

ecosystem services and development forum

ecosystem services and development handbook for non-specialists

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South AfricAn

nAtionAl BiodiverSity

inStitute

Biodiversity sector Messaging strategy docuMent

2012 - 2015

biodiversity sector messaging strategy document 2012 - 2015 · 2. three-year messaging goals 3....

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